Amid layoffs across industries, an Indian food brand is linked to wage growth and upskilling

The Covid-19 epidemic has triggered layoffs and pay cuts in India’s industries. But this difficult environment also gives businesses the opportunity to reassure and adapt their HR strategies.

Ready to cook food brand Bengaluru, ID Fresh Food is just developing its existing talent and avoiding any drastic measures that demolish its employees.

“The last two months have taught us valuable lessons in doing more with less,” PC Mustafa, co-founder, and CEO of ID Fresh told Quarter in an interview.

He also said what will be the most important jobs in the company going forward and why he is committed to wage growth despite the tough economy.

Covid-19 What is the one thing in the world that will be most important to your company?

One of the biggest lessons from the epidemic has been the need to invest in strong and responsive supply chains. In the post-coronavirus phase, I expect to see very high demand from consultants, managers, analysts, and other professionals specializing in supply chain management.

Without the right human resources, I suspect there may be a possibility of a permanent recovery.

As we stop relying on outdated processes and build smart and agile supply chains, we will need an efficient workforce to ensure that the transition is smooth. Although digitization will undoubtedly be the key to building a strong supply chain, without the right human resources I doubt there could be a possibility of a permanent recovery.

In what ways is your recruitment policy changing amid the epidemic?

PC Mustafa, Co-founder, and CEO, ID Fresh Food
Given the uncertain and evolving nature of the Kovid-19 crisis, it is difficult to make a long-term business plan at this time. But I hope that in the coming months we will focus more on lateral hiring and developing inner talent.

There is nothing like learning. This crisis presents companies with the opportunity to maximize the potential of internal talent. With a disciplined and comprehensive approach, it can become a successful and sustainable development plan.

Is your company facing any pressure to cut jobs?

Like doctors, nurses, and public health officials, ID staff are doing a wonderful job of providing the necessary service during an epidemic. We worked hard to ensure that people had easy access to fresh, healthy, and homemade food during these trying times.

So far, we have managed to weather the storm. However, we have reduced the handling of limited products, until the situation returns to normal, we have not made any pay cuts or job cuts.

There are many young people from rural India who work with ID, most of whom have been with us for many years. As a family of more than 1,500 members, our unity is our greatest strength. We are in this together.

Will you offer promotions and ratings this year?

The current crisis has not affected the promotion and evaluation is also on track. We need a motivated workforce to overcome this global predicate. Socio-economically, I believe that things will come back on track in the coming months. Financial losses will recover, it may take more time, but it will happen.

What are the key HR policies that you have presented between Covid-19?

The last two months have taught us valuable lessons in doing more with less.

We have introduced comprehensive insurance covering epidemics like Kovid-19 for all our employees. Training about workplace etiquette and safety measures has helped ensure that we understand and are ready for the “new normal”.

Given ID’s agile work culture, the transition from work-to-home was not very challenging. However, we have made conscious efforts to facilitate regular employee communication to keep team morale high. Similarly, new functional online training has been a significant contributor to staff remodeling. Going forward, I see a more favorable work environment.

Has Covid-19 changed the company’s outlook?

There is a saying in Africa that facilitated seas do not make skilled sailors. And I could not agree more. The last two months have taught us valuable lessons in doing more with less. Online training has increased, encouraging employees to participate in cross-functional tasks and assignments. This break from routine has led to a clear sense of the rescheduling of teams in the organization.

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